Lead on Purpose

SEPTEMBER 27, 2010

“Manager&# is an interesting title. An account manager is different from a store manager. Even within the title of “store manager&# the scope and breadth of responsibility varies widely. The manager of a 7-Eleven has significantly different responsibilities than the manager of a Costco store.

Management 169

Management Godin Marketing Blog 169

HR Digest

JANUARY 9, 2021

When data is sufficiently large, it is utilized to train algorithms that predict talents and capabilities; screen performance; set and survey work outputs; link workforce to various state of emotions; provide training and development; search for patterns across various teams; and more. How does AI become key to this dynamic? People Analytics.

How To 111

How To Due Diligence Leadership Pipeline Stress 111

Lead on Purpose

JULY 7, 2009

July’s Leadership Carnivals brings together links to more than 25 fresh posts on topics such as accountability, talent management and succession planning. The Leadership Development Carnival is well a half hour of your time. Jim Holland’s guest post Leadership Lessons from a Kindergarten Class is the focus.

Leadership Development 100

Leadership Development Development McCarthy Leadership 100

Lead on Purpose

MARCH 30, 2010

– The Product Management Perspective: Trust is the most important characteristic a product manager can possess. To effectively work with development, sales and other teams in your organization you must gain their trust. Study Covey’s book and practice the principles he so eloquently teaches.

Covey 265

Covey Loyalty Ethics Taylorism 265

Lead on Purpose

MAY 31, 2010

Growth and development rarely happen accidentally. “Do business by design rather than by default.&# — The Product Management Perspective: We will improve our effectiveness and our ability to work with others by giving careful thought to these questions. They will improve your personal and professional situation.

Rogers 237

Rogers Learning-by-Doing Taylorism Taylor 237

Lead on Purpose

APRIL 5, 2010

They persevere through trials and develop the ability to weather tough storms. Success in leadership comes from developing and perfecting persistence and determination. — The Product Management Perspective: The importance of persistence in creating great products cannot be overstated. Great leaders are persistent.

Leadership 169

Leadership Taylorism Taylor Ethics 169

Lead on Purpose

AUGUST 19, 2010

My product management focus has shifted significantly to the experience of the end users. – The Product Management Perspective: See above (and, of course, don’t get set in your ways or the change will be painful). We’re essentially changing the focus of the product from enterprise to consumer.

Taylorism 150

Taylorism Taylor Ethics Godin 150

Lead on Purpose

OCTOBER 20, 2010

They put as their first concern the growth and development of the people with whom they interact. – The Product Management Perspective: Product managers have a great opportunity to lead and influence others in their company. The results of their success carry forward through the people they have influenced over the years.

Leadership 170

Leadership Bottom-up Long-term Taylorism 170

Lead on Purpose

MARCH 1, 2010

— The Product Management Perspective: Trust is vital to successful product management. Product managers create value for their co-workers on other teams (e.g. development, support, etc.) Trust is a two-way street: product managers need to carry out their tasks in such a way that the team members can trust them.

Covey 186

Covey Ethics Taylorism Taylor 186

Lead on Purpose

NOVEMBER 1, 2009

Covey , success « Keeping the best A new Leadership Development Carnival » Like Be the first to like this post. Theme: Digg 3 Column by WP Designer.

Covey 133

Covey Taylorism Taylor Godin 133

Lead on Purpose

FEBRUARY 22, 2010

The venerable “Dean of Personal Development,&# Earl Nightingale , put it in these terms: “Success can be defined as the progressive realization of a worthy ideal.&# — The Product Management Perspective: Product success usually starts the same way as personal success: someone has an idea.

Succession 145

Succession Taylorism Taylor Ethics 145

Lead on Purpose

OCTOBER 5, 2010

– The Product Management Perspective: Product managers play a key role in helping their teams to embrace product vision and direction. Filed under: Purpose Tagged: | career advancement , services , training , value « Manager vs. ? How long did it take to put into practice the things you learned?

Training 124

Training Taylorism Taylor Ethics 124

Lead on Purpose

NOVEMBER 6, 2010

He cites as proof a 2007 Gallop Management Journal survey that estimates that “actively disengaged workers&# cost the U.S. Developing relationships drives engagement (in school, in work, in personal lives) that pays dividends. Third Floor: People develop an emotional comfort level that goes beyond facts and information.

Review 157

Review Books ROI Loyalty 157

Lead on Purpose

SEPTEMBER 6, 2010

Too many times leaders or managers think if they say their word the people will understand what they mean and become motivated to do what they say. – The Product Management Perspective: The need to speak the language hit home with me in recent months while working on a major product release.

Taylorism 154

Taylorism Taylor Ethics Godin 154

Lead on Purpose

AUGUST 29, 2009

Develop an appreciation for the present moment. Wayne Dyer , Nike , opportunity « Value comes from work Interview with the Cranky Product Manager » Like Be the first to like this post. It is what you haven’t done that will torment you. The message, therefore, is clear. Seize every second of your life and savor it.

Taylorism 145

Taylorism Taylor Ethics Godin 145

Lead on Purpose

SEPTEMBER 4, 2009

It is a tremendous honor to be named to this list with other great blogs such as Seth’s Blog , Management Excellence , The Best Horse Sense (a personal favorite since I grew up on a ranch), Great Leadership , the Tom Peters Weblog and many other great leadership blogs.

Blog 133

Blog Leadership Godin Review 133

Lead on Purpose

DECEMBER 28, 2009

John Maxwell — author of the book The 21 Irrefutable Laws of Leadership — does a masterful job of explaining the leadership principle of influence through the five myths about leadership: The Management Myth: Management focuses on maintaining systems and processes.

Leadership 200

Leadership Rogers Ethics Taylorism 200

Lead on Purpose

FEBRUARY 3, 2010

Following are three actions that will help you focus on successfully developing replacements: Hire the right people: When you select candidates to interview look for people who have the skills and the personality to grow into your position. Spend money on developing skills that will drive the results your company is seeking.

Maturity 159

Maturity Covey Training Taylorism 159

Lead on Purpose

MARCH 8, 2010

Then there’s product management… — The Product Management Perspective: One of the least palatable realities of product management is that applause and acknowledgment of great work does not come immediately; sometimes it comes slowly and many times not at all. This is the nature of the job.

Taylorism 145

Taylorism Taylor Ethics Godin 145

Lead on Purpose

AUGUST 14, 2009

Today’s post is a link to Stewart Rogers ‘ blog the Strategic Product Manager , which contains several great leadership quotes from McKinsey. Take a few minutes and learn about Leadership Lessons from McKinsey. 2 Responses Stewart Rogers , on August 18, 2009 at 6:40 am said: Thanks for the mention!

Rogers 100

Rogers McKinsey Leadership Taylorism 100

Lead on Purpose

JANUARY 26, 2010

He develops what he calls the “universal character traits of leaders&# : Traits of personal humility: Courage, caring, compassion, respect, acceptance, kindness, optimism, gentleness, teachability and patience. One Response davidburkus , on January 26, 2010 at 5:11 pm said: Sounds like a good read. I’ll have to check it out.

Review 143

Review Books Taylorism Taylor 143

Lead on Purpose

NOVEMBER 4, 2009

— The Product Management Perspective: The ideas for this post came from a question posed to me about how an engineer can become a product manager. Following these three things will help you progress from your work as an engineer (or support or SE or any other job) to becoming a successful product manager.

Taylorism 150

Taylorism Taylor Ethics Godin 150

Lead on Purpose

AUGUST 14, 2010

Human Artist : This is about people skills , it’s about developing understanding of people you interact with. Likability and the related trait, intimacy, is one of the biggest factors in trust, and it’s also one of the easiest to develop with people online.&# “In social media, human is the new black.

Review 140

Review Books Learning-by-Doing Ethics 140

Lead on Purpose

DECEMBER 15, 2009

Webber “After a decade of truly spectacular underachievement, what we need now is less management and more freedom – fewer individual automatons and more autonomous individuals.&# - Daniel H. ’ How does government become an open platform that allows people inside and outside government to provide better services to each other?

Godin 133

Godin eBook Marketing Ethics 133

Lead on Purpose

JULY 1, 2009

— The Product Management Perspective: Product development cycles can seem long and arduous at times. As a product manager you need to exercise patience at the same time you persuade others to work hard and work effectively. Success does not come overnight; it comes after months and years of hard work.

Leadership 100

Leadership Taylorism Taylor Ethics 100

Lead on Purpose

AUGUST 6, 2009

Quite often much emphasis is placed on designing and developing products, and the actual launch goes unplanned (or under-planned) until it’s too late. In working and talking with driven leaders it has been shown that the projects that are most difficult to manage are usually related to new product and service launches.

Productivity 100

Productivity Products Press Release Discount 100

Lead on Purpose

JULY 10, 2009

Successful companies establish a product management/marketing role (or group), empower them with the ability to make decisions, and hold them accountable for their actions. — The Product Management Perspective: As a product manager, do you feel responsible for the success of your company?

Succession 133

Succession CFO Ethics Taylorism 133

Lead on Purpose

JUNE 8, 2009

They manage their fears in the face of threats. Develop trust: People naturally want to surround themselves with people they trust. Developing trust takes time and consistent effort. Developing relationships of trust increases your value. They understand competition exists.

Learning-by-Doing 118

Learning-by-Doing Ethics Taylorism Taylor 118

Lead on Purpose

JUNE 6, 2009

Each map is illustrated in a simple format in which you can insert your own experience and information and it will lead you to understand and develop your work from — good to great. And the final cluster of three moves you to action, taking the next step forward towards your great work. The world is full of good work.

Review 100

Review Books Taylorism Taylor 100

Lead on Purpose

JULY 6, 2009

Product camps are a great place for product management professionals and leaders to step away from the day-to-day and engage in a day of learning and networking. First, to be part of the product management community, you have to be there. It’s also a time to step back and take a fresh look at the direction your career is headed.

Productivity 154

Productivity Products Conference Participative 154

Lead on Purpose

SEPTEMBER 8, 2009

I said to Allar , “Rather than be at each other’s throats as we sink, let’s work together – collaborate – and figure out how we’re going to get out of this mess…” In other words, I was ready to tear down the walls that separated the union and management, because I understood that we needed each other to survive.

Committee 140

Committee Automotive Ethics Productivity 140

Lead on Purpose

NOVEMBER 26, 2009

— The Product Management Perspective: Ideas are the fuel for great products. The difficulty for many product managers is capturing ideas and filtering the potentially great ones from the not so good. The more ideas you have captured the better prepared you will be to develop your ideas into the next great product.

Open-book 150

Open-book Books Productivity Products 150

Lead on Purpose

MAY 5, 2009

Jim’s passion is product management and product marketing. With over 20 years of technology industry experience, he has a fresh and current perspective in leading product management teams and has a gift for taking conceptual ideas and turning them into strategic reality using methods based on market sensing best practices.

Marketing 113

Marketing Productivity Products Ethics 113

Lead on Purpose

MAY 12, 2009

In many cases, these great products have developed into product lines, companies and even industries. Ideas need development to become strategies. The development of ideas is not an easy undertaking. In fact, most of the great ideas took a long time and a lot of hard work to develop into the useful products they are today.

Strategy 100

Strategy Stage-Gate Productivity Products 100

Lead on Purpose

JUNE 25, 2009

With over 20 years of technology experience, he has a fresh and unique perspective in guiding and managing product teams and has a knack for synthesizing conceptual ideas and turning them into reality. Are you the type of leader that passes “germs” to his team and organization with negative comments about individuals and management?

Class 110

Class Leadership Learning-by-Doing Productivity 110

Lead on Purpose

JULY 29, 2009

In only a few short weeks I have come to depend on its functionality for my work in product management and product marketing. If you get pushback from your boss, feel free to quote me or you can tell him/her to contact me directly and I’ll be happy to plead your case.

Early Adopters 154

Early Adopters Productivity Products Marketing 154

CO2

JUNE 29, 2010

And perhaps more importantly, anyone occupying a position of authority plays a followership role at times, as first-line supervisors report to mid-level managers, mid-level managers report to vice-presidents, vice-presidents report to CEOs, CEOs report to Boards of Directors, etc.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129